La Minute Turbo de Philippe Back – Les documents inaccessibles


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La spiruline, l’alliée de votre forme

Kezako? La spiruline est une algue couleur bleu vert qui possède des vertus fort intéressantes. En tous cas, il n'y a pas photo entre les jours où j'en prends et les autres. Au vu de mon agenda de suractif, il faut parfois mettre un tigre dans le moteur. Pour cela, vive la spiruline! Au contraire du café, du guarana, du RedBull, Monster, Nalu et autres PowerShots elle vous soutient au lieu de vous "niquer" les surrénales qui un jour vont vous lâcher. B9, B12, fer, phosphore, calcium, magnésium, zinc, cuivre, acide linoléique: de la bombe! Et sans le pic d'insuline lié aux sucres. Comment prendre ce truc? Ca dépend de la présentation. En poudre comme à gauche sur la photo, je n'aime pas. En grains comme la version de droite c'est super sur la salade, vite fait dans un verre d'eau. Et le matin. Autre booster: l'aswaganda. Nom barbare mais également fort bien. On en parle une prochaine fois. Essayez donc et donnez moi des nouvelles!

Podcast Episode: La minute Turbo de Philippe Back – La Proposition de Valeur Fondamentale

La proposition de valeur fondamentale est différente de ce que l'on appelle couramment l'USP (Unique Selling Proposition). Ecoutez donc cette nouvelle minute Turbo.  

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On Emotional Intelligence: Philippe Back interviews Dr Mike Drayton

From business to analysis and from analysis to design: how to bridge gaps and climb up staircases.


In typical organizations involving IT (information technology) projects, we have this split between business people, dealing with the core business concepts and operations, and an IT department making the systems evolve in order to support the business needs. That's why we seen business opportunities identified, business cases drafted, and some of them end up having some IT component.
For these including an IT component, there is usually a touch point between business and "functional analysts" of IT. These functional analysts try to shape the business requirements into a formal, trackable form so that there is scope control and a somewhat doable form of estimates. In order for this to work, the business and IT "functional analysts" must develop a productive way of working, so that they can understand each other.
Unfortunately, forming a team that delivers is faster said than done. Indeed, the team must pass through the typical steps of the staircase to make a team that delivers: Forming, Storming, Norming, Performing.
In forming, you put people together and just have "a bunch of people", who start fighting with each other on what's the best way to go (Storming), devise their ways of working trough explanations, and negociation (Norming), only to be reaching the last state (Performing) after that.
This explains why you should keep a working group together if you do not want to throw you money down the drain here and there reforming performing teams every time you need something down. "Don't change a winning team."
So, let's say we now have that performing team for business and functional analysis. So far so good. Then the functional analysis needs to be gated with the technical design guys. And these have their own agendas and issues, and areas of expertise and responsibility.
Needless to say, the functional analyst is responsible for conceptual integrity. No need to have the technical design people to take the lead on that. They can be consulted on feasibility and functional analysis may have to be amended to take limitations into consideration. But all this can only occur if the touchpoint between functional analysis and design is at the performing stage.
Which it usually is not. And thus requires going though the Forming, Storming, Norming, Performing motions once more. This could lead to the functional analyst to be caught between the hammer (business) and the anvil (technical design). Enough time and management leadership must be invested to make sure we have a communication on these processes and the need to reach the Performing level in order to succeed.
So, one staircase leading to another. The story will repeat if you are implementing the design, outsourcing parts of the work, installing the solution live, providing support. Of course, there are lots of staircases all around the place.
Usually, when a staircase is not attended do, this will lead to failure work and cascading problems, ultimately making the required system to not deliver what was expected and turning into a pile of never ending headaches.
So, the question is now: where are your staircases, touch points, parties, and current performing levels?
And also: how is leadership focusing on preventing lots of failure work from happening?

Great Change Management and Thrive! Workshops with Alan Weiss in Berlin

On the 12th and 13th of January, I kicked off the year by attending two workshops from Dr Alan Weiss, also known as the Million Dollar Consultant. I've been in his mentoring program for some time and it really transformed they way I do business, not to mention all the positive things associated with that. Helping other people be at their best is one thing, developing oneself is another. So, I took care of that. As the healthy self-esteem motto goes: put your oxygen mask first if you want to help others. So, get help in getting better if you want to make others better. These happened in Berlin, at the Ritz Carlton. There could be a worse venue indeed.

Ritz Carlton Room

As far as accommodation goes, things were premium grade. Especially the bed, which tends to be really bad in a lot of hotels.

Ritz Carlton Room Redux

A great room, a great LCD TV, splendid bathroom, you name it. I picked the 9th floor to be quiet, and god, was it quiet. Super nice. Not to mention the outstanding spa and the awesome 1 hour massage that I treated myself with. What counts in life is living the experience. And a visit at this kind of hotel without a test of the amenities is not really doing it justice. Let's get back to the workshops. These were conducted in a very interactive manner and I learned a lot. The fact that world class consultants attended was also a big plus. We had people from UK, Italy, Denmark, the US, Belgium, and Germany. The networking dimension is really superb and I connected with high grade people, especially in the psychology field, which happens to be so important when it comes to dealing with change. What made the change management workshop of particular importance is that it fitted one my current interventions that is just starting. I do not think that I would have approached it the same way would I have skipped the workshop. Now, I really focus on the future state and works backwards on how to get there. This may be simple, but as consultants we are often called in to help the client get "unstuck" from a locked situation. And Alan's process is really a great way to get results. Back home, I checked on the Process Consulting book and found additional interesting material, especially on "dynamic learning" and on how to use "delivery mechanisms" to get the word through. Getting help from the client people to support the change from day one is also a key takeaway. Observing behavior and letting my own biases aside is also really useful. I did several interviews today and learned a tremendous lot about the persons making up the customer team. They are great people and also are eager to see positive transformations. Sometimes, all they need is a catalyst. Especially a catalyst aiming at raising the bar for improved performance. We also learned about the greatest single loyalty factor and motivation factor ever. But that will be for another time.

A great team of World Class consultants

World Class consultants (from the other side)

The Thrive! workshop was something completely different. Subtitled "stop wishing your life away", it aims at helping developing oneself into an thriving individual. It is indeed hard to help customers achieve excellent results if we do not apply the motto to ourselves. Would you listen to a consultant for success if he wasn't being so himself? I seriously doubt it. So there we had it, delivered by the master, Alan himself. Alan has walked the path, delivered, and inspired a ton of people. He is not throwing around fads and fancy ideas but instead focuses on proven principles and risk taking in very pragmatic ways. One thing is sure, I am not the same after this workshop. I am much more confident in my abilities for success (not too bad before, but now much reinforced). That's indeed a key factor: healthy self-esteem. Which should also be couple with "healthy selfishness," because burning oneself out and not being able to stay up is really a bad idea. What came out is a process to improve our own personal condition and enjoy life. It really was great to be there, especially with similar minded souls. The workshops made tremendous sense together, at last for me. It also gave me my first time face to face meeting with Alan who has influenced and mentored me for quite a while. This is proof that given modern technology, you can get great results no matter where people are in the world. But face to face encounters add an extra dimension, namely that this is real and occurs. Giving oneself the right to attend such an event is also very useful to open one's mind to what is possible working as a lone wolf in the consulting profession. I am sold to the idea! And after such a great time, I packed my stuff, eager to apply what I learned from the master:

Ir Philippe Back and Dr Alan Weiss in Berlin